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The effects of Department of Defense acquisition reform on women-owned small businesses and small disadvantaged businesses

Stricker, Bette Eckard
Fonte: Monterey, California. Naval Postgraduate School Publicador: Monterey, California. Naval Postgraduate School
Tipo: Tese de Doutorado
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Approved for public release, distribution is unlimited; This study examines the effects of acquisition reform on Women-Owned Small Businesses (WOSBs) and Small Disadvantaged Businesses (SDBs) who contracted with DOD during the 1990s through 2002 timeframe. Review and analysis of DOD data for fiscal years 1992 through 2002, an analysis of websites and acquisition literature, and interviews with DOD contracting and small business specialists provided the basis for this study. It identifies acquisition reform legislation enacted in the 1990s that has had a direct impact on WOSBs and SDBs and examines the charge that the practice of contract bundling has negatively impacted the ability of small businesses to win DOD contracts. An analysis of contract bundling data from the Small Business Office of Advocacy, Congress and DOD demonstrates that the data is insufficient and inconsistent to prove or disprove that contract bundling is negatively impacting small businesses. However, DOD data for fiscal years 1992 through 2002 indicates that DOD contracting with WOSBs improved consistently, particularly after enactment of the Federal Acquisition Streamlining Act (FASA) of 1994 which mandated that the federal government, inclusive of DOD, award five percent of total yearly procurement dollars to WOSBs.

Case study of the U.S. Army's should-cost management implementation

Choi, Yeong Sam M.; Morneault, Jason A.; Poole, Daniel J.
Fonte: Monterey, California: Naval Postgraduate School Publicador: Monterey, California: Naval Postgraduate School
Tipo: Tese de Doutorado
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Approved for public release; distribution is unlimited.; On May 22, 2009, President Barack Obama signed into law the Weapons Systems Acquisition Reform Act (WSARA). The intent of this law is to reform acquisition processes, control unsustainable cost growth, and make programs more affordable. In 2010, despite WSARA, program cost, schedule overruns, and less-than-desirable performance were still prevalent in DoD acquisition. In response, Ashton Carter, Under Secretary of Defense for Acquisition, Technology, and Logistics (USD[AT&L]), issued his Better Buying Power (BBP) memorandum directing the implementation of Should-Cost Management (SCM). In April 2011, Carter issued an additional directive that should-cost estimates would be required for all acquisition category (ACAT) programs and that SCM initiative progress would be briefed at every milestone review. In November 2012, Frank Kendall, Carters successor, issued an update to the original BBP initiative (BBPi), reinforcing the success of the BBPi. Kendalls update incorporated lessons learned from two years of implementation and feedback from the acquisition workforce. Our case study examines how the Army has implemented SCM as part of the BBPi. We analyze actions taken from the program manager to the Army acquisition executive using Program Executive Office (PEO) Aviation as our case study focus.; Major...

Department of Defense procurement policy reform : an evolutionary perspective

Gates, William R.
Fonte: Monterey, California. Naval Postgraduate School Publicador: Monterey, California. Naval Postgraduate School
Tipo: Relatório Formato: 19 p.
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Approved for public release, distribution unlimited; The Office of Secretary of Defense (OSD) was established in 1947 and evolved into the Department of Defense (DOD) in 1949. At least part of the reason for forming DOD was to coordinate, rationalize, and increase the efficiency of the defense sector's procurement process. Since its inception, DOD's procurement policies have been studied extensively, a multitude of reforms have been recommended, and many reforms have been implemented. However, after almost 40 years, analysts are still recommending reforms to improve coordination and rationality, and to increase the efficiency of DOD's procurement policies. This paper will trace the evolution of DOD's procurement policies over the last forty years. It will concentrate on five major reform efforts: the McNamara era; the Packard initiatives; OMB Circular A-109; the Acquisition Improvement Program (Carlucci); and the President's Blue Ribbon Commission on Defense Management (Packard Commission). Procurement policy, DoD procurement policy reform.

Ten years worth of procurement reforms with specific attention to selected DON programs

Knox, Bernard D.
Fonte: Monterey, California. Naval Postgraduate School Publicador: Monterey, California. Naval Postgraduate School
Tipo: Tese de Doutorado Formato: xviii, 117 p. : ill. (some col.)
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Approved for public release, distribution is unlimited; DOD reduced force structure after the Cold War ended. More efficient and sophisticated weapons are necessary to support a smaller force. Acquisition reform legislation is designed to capture savings and usher in a Revolution in Business Affairs. Today a wide array of rogue nations, transnational actors, and domestic terrorism demand weapons procurement reform that is effective against a smaller and much less visible foe. The Department of Defense's goal is to deliver modern, high performance weapons systems at lower cost, on schedule and with higher performance. Better weaponry drives the reality that the nation and the Department find themselves in, an era of highly unpredictable security challenges. This research paper explores major procurement reforms and their effect on decreasing the amount of time and funds expended on current and future weapons systems. It looks for evidence of how the Department of the Navy's budget is impacted and what controls, if any, these reforms will have on future weapons procurement. The link between the Executive and legislative branches, DOD and program managers are examined to determine if procurement reform has helped.; Lieutenant Commander...